Organizational change for the purpose of improving performance is extremely challenging, particularly for government institutions. Large bureaucracies, hierarchical structures, and deeply rooted work cultures are some characteristics of governmental organizations that have proven to be serious impediments to performance improving change. In May 2003, the NAVAIRDEPOT North Island Engineering Competency (NAVAIRNI 4.0) began a transformational process to improve organizational performance by providing higher value to its customers, generating higher quality of products and services, and attaining better financial performance. The purpose of this thesis is to analyze the experience of government organizations in implementing performance related change efforts such as Total Quality Management (TQM), Business Process Reengineering (BPR), and Activity Based Costing (ABC). Specifically, this thesis will identify leadership characteristics and strategies employed by public firms during successful transformation initiatives. By isolating leadership traits associated with these successful change efforts, this thesis hopes to develop a simplified relational model that can provide NAVAIRNI 4.0 and other government organizations with effective leadership concepts for use in their own endeavor.

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